Build Your Own Graduate Certificate
Your Life. Your Career. Your Curriculum.
No one knows your professional aspirations better than you. D’Amore-McKim’s Build Your Own curriculum is your opportunity to make them a reality. The option to design your own curriculum allows maximum flexibility in your course selection and pacing.
Set Your Goals. Follow Your Passions—At Your Own Pace.
Your situation is changing. You want to follow a new career path, earn a promotion, or start out on your own business venture—but first you need a particular set of skills, and you need them now.
You have responsibilities and demands on your time, both personal and professional. You want a program that includes only the content you need and won’t require you to put the rest of your life on hold. If you choose the Graduate Certificate in Business Administration’s Build Your Own Curriculum, you’ll find the flexibility you need. It’s the fastest, most efficient way to get the specific skills you need to advance your career.
Follow your interests. You can take a deep dive into a specific area of interest by enrolling in four or five closely-related classes, or enroll in an eclectic mix of courses covering a broader range of topics.
Busy during the workday? Not a problem. Take courses in the evenings, on the weekend, and online.
Go fast, or take it slow. Take several courses in a semester, and wrap up the program in as little as eight months. Or take your time, and spread out your course load over as long as three years.
Build towards something bigger. A Graduate Certificate in Business Administration is an impressive standalone credential. At D’Amore-McKim, it can also be a stepping stone on your way to a full master’s degree. If you’re interested in earning a higher degree, you may apply the credits you earn during your certificate program to eligible Northeastern degree programs—now, or in the future.
The decisions are yours. You know what you need—and we’re here to help. Select any 12 to 15 credits from our Part-Time MBA course offerings. Available courses vary by semester, but there is never a shortage of exciting options.
Whatever your interests, the Build Your Own Curriculum allows you to select the courses that fit your needs and will help you reach your professional goals. This is education at its most customizable.
- Total credits: 12-15
- Commitment: Full-Time (1 or 2 semesters) or Part-Time (up to 3 years)
- Start dates: January, May, or September.
- For international students: Take five classes during two semesters to be F1 visa compliant.
Offers the first of a two-course sequence that focuses on the acquisition, measurement, and management of firm resources. Business managers make strategic decisions about the acquisition and use of a variety of firm resources. Helps enable students to understand and utilize critical information in corporate financial reports to improve business decision making. Offers students the opportunity to learn contemporary methods of financial reporting and analysis used by internal decision makers and external capital providers. Required course for co-op MBA/part-time MBA.
ACCT 6201. Financial Reporting and Managerial Decision Making 2. 1.5 Hour.
Continues ACCT 6200, offering the second of a two-course sequence that focuses on the acquisition, measurement, and management of firm resources. Critical to the effective planning, implementation, and management of successful business strategies is the ability to measure and manage the commitment and utilization of entity resources. Focuses on contemporary methods and frameworks used in the process of measuring, analyzing, and allocating firm resources to achieve strategic and operating objectives. Required course for co-op MBA/part-time MBA.
Explores the challenges and processes for harnessing technological innovation for new-business development. Integrates technology strategy, innovation in marketing, product development, and organization design for the purpose of enterprise growth. Through readings, cases, and exercises, studies how firms from different industries gain competitive advantage through distinctive products and services, and leverage their technologies and skills into new emerging markets. Also focuses on processes for conceiving, financing, and organizing new ventures.
ENTR 6210. Managing Operations in Early Stage Ventures. 3 Hours.
Stresses the operating problems of managing small businesses. Case studies develop analytical approaches for appraising the risks and rewards of potential growth opportunities as well as operating problems. Problems range from locating, evaluating, marketing, and financing a small company to the survival and growth of more established businesses. Guest speakers and entrepreneurs provide pertinent business perspectives to in-class activities.
ENTR 6211. Entrepreneurship: Services and Retail Business Creation. 3 Hours.
Covers the issues surrounding the creation of a new business in the service and retail sectors. Emphasizes issues relating to the startup, growth, and operation of business ventures in these areas. Topics include developing a business plan for startup, market positioning, services design, operations management, sales forecasting, cash flow management, and venture financing with a heavy emphasis on debt financing. Students are asked to develop business plans for services and retail ventures of their own choosing as the class project. Requires prior completion of 9 SH of MBA core courses.
ENTR 6212. Business Planning for New Ventures. 3 Hours.
Gives students the opportunity to build a complete business plan for new high-potential ventures. Covers all aspects of the planning process, from the point of view of both the prospective entrepreneur and the potential investor. Explores the demands of the entrepreneurial career through reading, self-assessment exercises, and group projects. Guest speakers from startup companies, law firms, and venture capital firms provide a window on current experiences in the small-business world. Recommended for prospective entrepreneurs as well as others who may become involved with new ventures.
ENTR 6214. Social Enterprise. 3 Hours.
Designed to provide students with an in-depth exposure to entrepreneurship in the social sector, a rapidly growing segment of the global economy. Uses the case method to expose students to leading entrepreneurs who have developed and implemented business models to solve social problems such as extreme poverty, disease, illiteracy, and economic and social dislocation. Focuses on uniquely creative and driven people who have dedicated their lives to making a difference in the lives of others through values-based entrepreneurship.
ENTR 6217. Lean Innovation. 3 Hours.
Explores how corporate venturing and entrepreneurial teams can quickly and effectively bring new concepts to market. Demonstrates how small technical teams can quickly investigate opportunity spaces, develop and select concepts, and translate these into prototypes. Other topics include industrial design thinking, project teams, prototyping, and commercialization of design. Explores the challenges and solutions to managing a technology-based product within an established corporation and details frameworks on how innovative projects can be inexpensively tested and deployed within the organization.
ENTR 6218. Business Model Design and Innovation. 3 Hours.
Introduces major topics in the modern understanding of business models: their essence and role in securing competitive advantage, key components and design of business models, business model change and innovation, technology commercialization through sustaining business models, financial representation of a business model, and validation of developed business models.
ENTR 6219. Financing Ventures from Early Stage to Exit. 3 Hours.
Introduces students to the financing process for ventures from early stage to exit. Exposes students to various financing options, which may include crowdsourcing, the American JOBS Act, and foreign-sourced capital, as well as different types of debt and equity financing. Offers students an opportunity to learn about analyzing financial aspects of term sheets, including valuation methodologies and other financing documents.
ENTR 6220. Family Business Leadership and Governance. 3 Hours.
Explores the unique challenges and strengths of family firms. Uses a learning framework with particular emphasis upon the insights and lessons learned by successful family business leaders. Offers students an opportunity to heighten their awareness of themselves concerning their roles in the family firm and their future career plans, as well as to develop key leadership skills associated with strategic planning and implantation within family enterprises. Explores particular functional issues unique to family firms in the areas of marketing, finance, control and human resource management, as well as family and business governance. Restricted to business students only.
ENTR 6222. Competing in Dynamic, Innovation-Driven Markets. 3 Hours.
Reviews the key theories and tools needed to understand how technological change creates new markets and prompts new business models, how technology-based firms can outcompete rivals in fast-growing markets characterized by high uncertainty, and how the evolution of technology in an industry affects the type of firm capabilities needed to succeed over time.
ENTR 6224. Intellectual Property and Other Legal Aspects of Business and Innovation. 3 Hours.
Introduces the major areas of the legal environment for innovation and new ventures and their relationship to early stage decisions and product and business development. Analyzes the nature, practical impact, and competitive usefulness of laws in the areas of intellectual property, contracts, employment, e-commerce, regulatory compliance, and entity formation. Offers students an opportunity to integrate and apply their understanding of legal, financial, business, technology, and ethical factors; sharpen their analytic skills; and use their skills and understanding to recognize opportunities for adding value and managing risk.
ENTR 6225. Corporate Entrepreneurship through Global Growth, Acquisitions, and Alliances. 3 Hours.
Offers students an opportunity to analyze whether, why, and how multibusiness corporations expand their operations into new business areas by questioning decisions to grow globally through mechanisms such as acquisitions or alliances. Uses rigorous case-based discussions, expert readings, and major current events to discuss issues related to the choice of make, buy, or partner. Offers students an opportunity to evaluate how these different corporate entrepreneurial strategies are used to help firms be more competitive and innovative.
Covers the role emerging technologies play in innovation for new ventures and established corporations. Includes a mix of theory and practical knowledge. Topics covered include technology disruption, diffusion, life cycles, and research-and-development strategy. Explores, in detail, the technical and market opportunities for current and emerging technologies across a broad spectrum of industries.
TECE 6230. Entrepreneurial Marketing and Selling. 3 Hours.
Examines the specific situation of entrepreneurial marketing. Topics include how to perform a market analysis when there are limited resources and tight schedules to be met. Also addresses new market situations, opportunity assessment, customer segmentation, going to market, and writing a marketing plan.
TECE 6250. Lean Design and Development. 3 Hours.
Covers the intersection of customer research with product design, specifically lean design and how to map abstract attributes that customers seek into concrete product designs that can actually be built. Other topics include managing the technology business interface, creating product teams, and drafting product development plans. Open to first-year graduate students.
TECE 6300. Managing a Technology-Based Business. 3 Hours.
Covers topics specific to managing a business or a strategic business unit within a firm. Considers the special issues related to technology-based firms. Topics include creating a culture, operations planning, staffing for technical excellence, dealing with technology vendors, dealing with advisers, supply chain management, and writing operations plans. Open to first-year graduate students.
TECE 6340. The Technical Entrepreneur as Leader. 3 Hours.
Focuses on the personal skills an entrepreneur needs to lead and persuade others. Students read about and complete exercises on leadership and selling ideas. In addition, students meet members of the entrepreneurship community in New England. Stresses communications skills, both written and oral, along with self-discovery of leadership style.
TECE 7976. Directed Study. 1-4 Hours.
Offers theoretical or experimental work under the direction of faculty on a selected topic. Course content depends upon the faculty member. May be repeated without limit.
Examines today’s evolving environment, in which effective utilization of human resources is a source of competitive advantage. To maximize the contribution of organizational members, managers must be able to understand, diagnose, and influence workplace behavior in the context of change. Topics include management of cross-functional teams and boundaryless organizations. Emphasis is on the role of corporate culture and distributed leadership.
HRMG 6210. Managing Professionals and High Performance Teams. 3 Hours.
Designed to improve the managerial and leadership effectiveness of individuals who have increasing responsibility over the performance of creative individual contributors and project teams working for them. Covers both micro concerns (individuals and groups) and macro issues (organizational structure and interfunctional relationships). Topics include creating and sustaining the motivational commitment and performance of professional employees, dealing with complacency and routine performance, managing organizational reward systems and career paths of professionals, overseeing effective conflict management and leadership of decision-making processes, managing pressures between product development and schedule, staffing and managing the critical roles and cross-functional relationships in the innovation process, managing the communication and transfer of information and technology effectively across organizational structures, and effecting organizational diagnosis for systemic change.
HRMG 6212. Creating an Innovative Organization. 3 Hours.
Examines the actions that managers must take to stimulate innovation and direct it in ways that allow the organization to accomplish its goals. Topics include what organization forms are most conducive to innovation, what factors hinder innovativeness and how can they be overcome, and what role managers play in bringing about innovation. Focuses on the actions that companies and their managers can take to design their organizations and systems effectively in order to foster innovativeness. Elements of an organization’s infrastructure include design, reward mechanisms, communication patterns, boundary spanning, control systems, leadership at all levels, and the organization’s culture.
HRMG 6213. Leadership. 3 Hours.
Built on the premise that everyone is capable of leadership. Exposes students to a series of alternative perspectives of leadership, including some contemporary collaborative models. From careful consideration of these perspectives, as well as from practicing them using the course’s experiential methods, students have an opportunity to build a personal model of leadership upon which they can expand as they continue to develop as leaders.
HRMG 6214. A Management Perspective of Human Resource Management. 3 Hours.
Takes a general manager’s perspective on human resource management. Global competitive challenges are forcing organizations to become increasingly flexible. Workplace trends such as telecommuting, increased information technology, contingent workers, and diversity hiring designed to address this flexibility are fundamentally altering the realm of human resource management in the United States. Explores how these issues affect the management of people in organizations through case analyses, small-group exercises, videos, and lectures. Examines topics traditionally related to the human resources management function, such as planning, staffing, evaluating, and rewarding. Also examines employee rights, labor relations, and international human resources management.
HRMG 6219. Leadership for Environmental Sustainability. 3 Hours.
Explores how organizational leaders use scientific knowledge to develop effective sustainability strategies around such global issues as climate change and energy depletion. Also explores how key stakeholders—businesses, governments, gray sector organizations, and communities—interact on issues of global sustainability. The course objective is to develop leaders who can research and communicate effectively about global environmental sustainability.
HRMG 6220. Health Organization Management. 3 Hours.
Covers key issues and introduces management principles in health organization management. Offers students an opportunity to apply important theoretical ideas, such as systems thinking and organizational learning, to meet challenges effectively, to learn how the healthcare workplace functions, and how to manage in these workplaces. Emphasizes case-based learning, critical thinking, and evidence-based management using individual and group projects. Introduces cutting-edge tools in areas such as work redesign, performance management, brand enhancement, and quality improvement. Addresses the management imperatives of today’s healthcare organizations and how to implement strategies and programs to meet those imperatives effectively. Intended for anyone interested in working or managing within the healthcare industry, including the field of public health.
HRMG 6221. Power and Influence. 3 Hours.
Introduces students to the uses of power and influence in the surroundings in which they work, working with and managing people, and achieving the goals they set for themselves. Offers students an opportunity to make sense of their own on-the-job learning experiences and to explore basic diagnostic and action-planning skills that they can later use on the job. Exposes students to a variety of cases that demonstrate the effective and ineffective uses of power in different types of organizational contexts and at different points in a manager’s career and how to consider difficult ethical questions as well.
HRMG 6280. The Human Side of Innovation. 3 Hours.
Examines the leadership and managerial skills required for effectively managing multifunctional teams engaged in product, service, and business process innovation. Incorporates fieldwork, corporate visits, and other experiential learning opportunities. Explores strategies for recruiting, motivating, and retaining high-performance people. Introduces models for leading systematic innovative change within established corporate cultures, including understanding senior management attitudes toward innovation and how to create executive sponsors and mentors.
HRMG 6281. Leading and Implementing Innovation in Organizations. 3 Hours.
Offers a framework for understanding the organizational impact of adopting a new business model as well as an analytic guide to planning and implementing required changes. Examines the role of organizational diagnosis and visioning and the role of top management as an agent and advocate for change. Offers students an opportunity to approach piloting organizational innovations before scaling them across the enterprise.
HRMG 7976. Directed Study. 1-4 Hours.
Offers independent work under the direction of members of the department on chosen topics. May be repeated without limit.
Focuses on the international business environment, and examines the influence on global decision making of such areas as the international economy and trade issues, legal and political context differences, governmental actions, cultural and ethical system differences, exchange rates and international currency markets, international institutions like the World Trade Organization and the International Monetary Fund, and regional agreements like the European Union, NAFTA, and Mercosur. Also analyzes why firms internationalize their operations, how they can internationalize, and key areas such as international manufacturing, marketing, human resource management, and strategy.
INTB 6212. Cultural Aspects of International Business. 3 Hours.
Focuses on issues that arise when a firm operates in multiple countries with cultures that are different from its home country. Principally addresses the perspectives of U.S. firms operating overseas, but also explores other national firms operating in the United States and in third-country environments. A central issue is how corporate cultures evolve in the context of national cultures.
INTB 6226. Becoming a Global Leader. 3 Hours.
Seeks to help students build the cross-cultural skills necessary to comfortably and effectively work in different cultures and with people from different cultures. Discusses the alignment between the firm’s business strategy and the leader’s responses in a multicultural environment along with the methods for leadership effectiveness in multicultural teams and virtual environments. Using online, experiential, and discussion-based methods, offers students an opportunity to gain the self-awareness needed to generate a plan for their own global leadership development.
INTB 6230. International Field Study. 3 Hours.
Designed to give students intense exposure to the global business environment by immersing them in the business practices and culture of a country or region outside the United States. The course is taught primarily in the country or region of interest and involves a mix of classes, company site visits, and cultural activities. Fulfills the globalization requirement in the full-time MBA program. May be repeated without limit.
INTB 6232. Doing Business in Emerging Markets. 3 Hours.
Takes the perspective of managers who are considering the best ways to enter and succeed in emerging markets such as Brazil, Russia, India, China, South Africa, and others that offer varying institutional opportunities and challenges. Examines how their action choices compare to those appropriate for entering advanced markets like the United States, Western Europe, or Japan. Emphasizes how socioeconomic, ethical, political, regulatory, and technological complexities affect the strategy choices that multinational firms, from and in emerging markets, make to succeed at home and abroad.
INTB 7976. Directed Study. 1-4 Hours.
Offers independent work under the direction of members of the department on chosen topics. May be repeated without limit.
Trains managers to understand the competitive implications of global economic policies, the business effects of technological change, and the commercial imperatives of alternative political systems at a macro level. At a micro level, it creates a framework for industry analysis in a global setting that combines economic analysis, competitive analysis, and business decision-making skills.
Focuses on marketing analysis and planning. Emphasizes analysis of customer needs and company and competitor capabilities. This analysis forms the basis of a sound marketing strategy that provides value to customers in a way superior to competitors. Discusses how to deliver this strategy through the development of an intergrated marketing program covering product offerings, pricing, promotion, and distribution. Includes professional accounting students.
MKTG 6210. Marketing Research. 3 Hours.
Provides an overview of the major qualitative and quantitative marketing research methodologies available to marketing managers. Explores customer relationship management (CRM) and multivariate statistical techniques including conjoint analysis, customer satisfaction, and service quality measurement.
MKTG 6212. International Marketing. 3 Hours.
Develops understanding of the opportunities and challenges facing the international marketing executive, the decision-making process in marketing goods abroad, and the environmental forces—economic, cultural, and political—affecting the marketing process in the international marketplace.
MKTG 6214. New Product Development. 3 Hours.
Focuses on the challenges and decisions new-product managers face as they take ideas through the new-product-development process. Companies need to create, develop, and market new products and services continually to compete effectively in a rapidly changing environment. Provides an overview of the new-product-development process, with an emphasis on customer involvement in this process. Provides detailed insights on such topics as new-product strategy, idea generation, idea selection and evaluation, concept development and testing, product development and testing, and market testing.
MKTG 6216. Market Focused Strategy. 3 Hours.
Offers an advanced course in defining and managing an organization’s product-market strategy. Intended for marketing specialists and nonspecialists interested in incorporating a market focus from a general management or consulting perspective. Emphasizes using market information to choose and manage the company’s relationships with customers and competitors in a complex, changing environment, as well as the practical concerns of implementing and evaluating marketing strategy.
MKTG 6218. Marketing in Service Sector. 3 Hours.
Provides students with knowledge of management needs and techniques associated with the service sector of the economy. Includes understanding the differences between goods and service marketing, and how these differences influence marketing strategy and the tactical design of marketing mix variables. Assists in understanding the difference between tangible goods and services, differences in the consumer evaluation process between goods and services, special marketing problems created by the differences between goods and services, and strategies that address the unique problems in service marketing.
MKTG 6222. Digital Marketing. 3 Hours.
Explores the latest trends in technology and new media, their effect on marketing goods and services, and how to deliver value to the customer using the latest technological innovations. Examines the latest trends in digital marketing, such as mobile marketing, and how the mobile platform can be used for branding purposes and to enhance customer relationships. Explores topics such as branding and advertising via mobile phones, online social networks and communities, technology adoption in global emerging markets, and how the Internet empowers customers and enables firms to engage in customer advocacy. Also examines how marketing research is conducted for technological innovations and ethical concerns that arise with technology usage, such as privacy and security issues, identity theft, and the role of trust in digital marketing.
MKTG 6223. Brand and Advertising Management. 3 Hours.
Offers students an opportunity to obtain an in-depth understanding of the brand-building process amid radical changes in today’s marketing communications platforms. Exposes students to concepts, frameworks, and theories critical to developing branding and advertising strategy in the twenty-first century, including brand positioning, target audiences definition, creative advertising, integrated marketing communications, the influence of social media, and assessing marketing and media effectiveness.
MKTG 6224. B2B and Strategic Sales. 3 Hours.
Covers business-to-business marketing and the key roles of managing relationships with large buyers, going to market, and the sales organization. Begins with an understanding of why and how firms, institutions, and organizations purchase products and services and the importance of the multifunctional buying center. Covers a proven selling process and presents compelling solutions to customers. Going-to-market topics include managing value-added resellers and distributors. Intended for all interested in marketing: future product managers who must rely on the sales force and distributors to introduce new products and promotions, future sales managers, and marketing executives who must manage the marketing-sales interface.
MKTG 6226. Consumer Behavior. 3 Hours.
Focuses on the consumer as the key element of marketing strategy and application. Explores demographic, lifestyle, social, and cultural trends and their impact on consumer attitudes, motivations, and behavior. Other topics include group dynamics, family, learning, personality, and emotions and their impact on the business world. Offers an in-depth look at the consumer decision process as a model to guide the planning and evaluation of marketing strategies.
MKTG 6230. Driving Marketing Performance: Measure, Analyze, Profit. 3 Hours.
Introduces how to measure, analyze, and evaluate the profit impact of marketing actions (MAP) by bringing together marketing, strategy, and finance. Your organization is going to spend millions on a new marketing or strategic initiative, but how will you know if it is working? Marketing performance measurement and feedback systems enable managers to take smarter risks by assessing experimental projects and forecasting the profit potential of bigger, bolder initiatives. Offers students an opportunity to explore systems that summarize marketing productivity and suggest steps for performance improvement in marketing strategy and tactics.
MKTG 6232. Engaging Customers and Markets. 3 Hours.
Introduces informationcentric methods that help to choose which customer markets are worth pursuing; that identify what benefits would be most attractive to offer these customers; and that develop, communicate, and deliver products and services that provide value to both customers and organizations. In the current customercentric marketplace, every member within an organization is responsible for understanding and engaging customers, regardless of their specific functional role. Properly collecting and utilizing data from inside and outside the organization is necessary to support this process. Using real-world cases, scenarios, and data, offers students an opportunity to learn how customer relationships can be created and sustained.
MKTG 6260. Special Topics in Marketing. 3 Hours.
Offers an in-depth examination of selected issues and problems in marketing that are of current interest to faculty and students. Specific topics alternate depending on faculty availability and interest as well as student enrollment criteria. May be repeated without limit.
MKTG 7976. Directed Study. 1-4 Hours.
Offers independent work under the direction of members of the department on chosen topics. May be repeated without limit.
Covers the legal environment in which businesses operate and its impact on businesses and their transactions. Exposes students to a variety of legal concepts and topics, such as corporations and other legal entities; contract law, mergers and acquisitions, e-commerce, and other types of business transactions; intellectual property; compliance with securities, consumer products, and other regulations; debtor-creditor relations, employment, and agency law; torts and strict liability; and the international legal environment. Addresses the complementary application of legal, financial, business, and ethical analysis to business management and decision making. Offers students an opportunity to sharpen their analytical and critical thinking skills, to develop a manager’s understanding of laws and the legal system, and to use those skills and understanding to create opportunities for adding value and managing risk.
MGMT 6214. Negotiations. 2,3 Hours.
Designed to improve students’ understanding of the negotiations process and their ability to plan and conduct negotiations effectively. Includes such class activities as readings, lectures, and discussions as well as case discussions and role-playing negotiation exercises.
Focuses on integrative management of the flow of goods, services, and related information from product development, sourcing and procurement, production operations and control, logistics management, and attendant management of relationships between firms through delivery to end consumer. Offers students an opportunity to gain foundational knowledge on supply chain and operations management concepts and techniques.
SCHM 6211. Logistics and Transportation Management. 3 Hours.
Examines the logistics and transportation operations, including the structure, challenges, and potential of the major modes of domestic transportation. Focuses on the interaction between logistics providers and shippers in the marketplace. Explores the major dynamics of the logistics marketplace and their impact on supply chain management. Offers students a managerial perspective on controlling what is typically the most expensive component of supply chain management, transportation expenditures.
SCHM 6213. Global Supply Chain Strategy. 3 Hours.
Focuses on the managerial activities of those involved in supply chain management operations and planning for companies involved in international commerce. Analyzes contemporary issues that affect the design of international supply chain systems and strategies, including sourcing, logistics, transactions, risk, and ethical considerations. Examines the current status and future prospects of the modes of international logistics operations as well as international trade and development issues, not only from the corporate perspective but also in terms of government policy.
SCHM 6214. Sourcing and Procurement. 3 Hours.
Addresses the strategic and operational role of sourcing and procurement and its impact on the supply chain as it relates to the entire organization. The selection, contracting, development, and monitoring/managing of the right supplier in the right location is more often a source of competitive advantage and a major contributor to a company’s bottom line. Focuses on a variety of aspects of this function—strategy development, organization, procedures, supplier selection, negotiations, buyer-supplier relationship management, quantity, quality, timeliness, and cost/price considerations for the purchase of goods and services. Emphasizes the perspective of the sourcing and procurement manager. The key questions addressed in this course are: What does the manager need to know to be effective? How do they apply key concepts?.
SCHM 6215. Supply Chain Analytics. 3 Hours.
Designed to develop strategic decision-making skills using the latest analytics capabilities and enabler. Examines the state of the art in analytics capabilities and how these drive supply chains, from marketing to sourcing. Also examines how organizations use analytics to meet their strategic objectives, provide value to the business, and make decisions. Focuses on industry best practices, including studying some of the leading companies.
SCHM 6221. Sustainability and Supply Chain Management. 3 Hours.
Focuses on how to create sustainable supply chains that profitably yield high-quality, safe products without supply interruption while creating a net benefit for the employees, community, and the environment. Studies how companies measure environmental performance and use the data to motivate associates, suppliers, customers, policy makers, and the public. Also addresses the impacts of global sustainability frameworks and measures.
SCHM 6223. Managing Healthcare Supply Chain Operations. 3 Hours.
Examines concepts and topics related to the design and management of supply chain operations in the healthcare sector. Focuses on activities and functions such as inventory control, order fulfillment, logistics, procurement, managing processes, relationship management, and information technology systems. Introduces various tools and techniques that enhance effective supply chain operations in healthcare organizations.
SCHM 6224. Demand Planning and Forecasting. 3 Hours.
Offers a practical introduction to demand (sales) forecasting for business students. Focuses on the organizational processes in generating a forecast, regression analysis, exponential smoothing, time-series analysis, judgmental forecasting methods, and evaluation of forecast quality. Uses real-life data and various software packages to illustrate basic concepts.
SCHM 7976. Directed Study. 1-4 Hours.
Offers independent work under the direction of members of the department on chosen topics. May be repeated without limit.
Focuses on strategy development and implementation for a line of business and for the corporation as a whole by adopting a top management perspective. Beginning with developing a mission statement and goals for the firm, focuses on environmental scanning, incorporating economic, technological, sociopolitical, and legal trends in conducting industry analysis, thus assessing opportunities and threats and the firm’s capabilities before formulating strategy that represents a fit between the environment and the firm. Discusses how to develop competitive advantage and assess competitive positioning, and studies how organizational structure and systems contribute to implementing strategy. Stresses the role of leadership and motivation before moving on to feedback mechanisms to assess success in strategy implementation, leading to revision of strategic plans as needed.
STRT 6210. Workforce Metrics and Analytics. 3 Hours.
Introduces how to measure and manage a workforce strategically, including (1) identifying the strategic work that is truly necessary to execute firm strategy; (2) investing in differentiated management systems that support that work; and (3) designing and implementing targeted measurement systems, such as human resources function and workforce scorecards, designed to help to hold line managers accountable for strategic talent. Emphasizes helping students move from a focus on levels associated with a particular workforce attribute (e.g., what is our cost per hire?) to understanding the impact of the workforce on business-level outcomes (e.g., how might an increase in the quality of our project managers affect new product cycle time?).
STRT 6220. Strategic Management for Healthcare Organizations. 3 Hours.
Offers students an opportunity to understand general business strategy concepts as they relate to the healthcare industry. Explores how to analyze market opportunities and challenges as they apply to various healthcare organizations, such as hospitals, physician organizations, and nursing homes. Presents and discusses analytical frameworks for making strategic decisions, drawing on different disciplines, including economics, management, and psychology. Strategic issues include mergers and acquisitions, vertical integration, joint ventures and alliances, performance-control systems, and organizational design.
STRT 7976. Directed Study. 1-4 Hours.
Offers independent work under the direction of members of the department on chosen topics. May be repeated once.
Note: Courses listed above are all offered this academic year, however not all courses will be offered each term. Some courses have pre-requisite courses that must be completed prior to enrollment.
After working for a few years, all my problems seem like walls that you have to get around. With new perspective and knowing that other industries also encounter these problems, I feel more empowered to take down these walls instead.Ken Tan, GCBA‘15